2020 was unexpected, marked by a global pandemic, world economies in free fall, escalating unemployment and the Black Lives Matter movement (resulting from the killing of George Floyd). In a world where we seek to heal the involuntary wounds inflicted by COVID-19 and find a new equilibrium, we expect the emergence of huge challenges and opportunities in this brave new life.
What kind of leadership is emerging in these times after all? Which leaders will stand out? What new roles will workers play? What skills should they have?
We want more humane companies, healthier workers and happier societies.
Are we still in time to build a new more balanced world? What new life awaits us?
THE CHALLENGE OF REMOTE LEADERSHIP
New skills for leaders, new work models
During the confinement many have discovered the importance of technology, which has in fact saved us from isolation and given us back some of the human warmth. In fact, society’s attitude to the use of technology has changed.
If in the past physical presence was the reigning attitude, now online communication has established itself.
The pandemic has accelerated the future and has spawned new technologies. Remote work offers benefits to workers and society in general, which range from the reduction of costs in the rental of office space to the reduction in CO2 emissions and the greenhouse effect and a decrease in business travel.
This potential stimulates executives to rethink their modus operandi and develop strategies for a faster, more digital and more agile future. So are we creating remote organizations? Which technologies will become indispensable and most frequently used by leaders? Is remote leadership the new challenge? How can we keep remote teams motivated?
THE BATTLE AGAINST THE CRISES OF WORK
Up-skilling and re-skilling, employment strategies
The future of work is being reinvented. The pandemic has increased stress and anxiety levels, as well as the probability of breakdowns all around the world.
Undoubtedly, new policies that meet the needs of both organisations and workers must be adopted as well as an approach which also makes health, well being and family responsibilities a priority.
It is now time to recalibrate the company and define a new strategy. The global pandemic has led the company to look at the skills that its workforce will need for the coming years. Three quarters of CEOs are worried because they do not know if they have the necessary talent for the future, but 18% have moved forward in the implementation of re-skilling programmes for their workforce.
The World Economic Forum warns that “the world is facing a skills emergency. We need to reskill over one billion people by 2030”.
What does this new super-professional being of the future look like?
UNCERTAINTY AND DECISIONS
Paradoxes, dilemmas, uncertainties
Currently life is made up of uncertainties. Dilemmas and paradoxes are the order of the day. It is necessary to find new ways of meeting these challenges within the organisations, the companies and society. No one has dodged this pandemic and people’s lives have been greatly impacted by the safety constraints which have been implemented. There has been a suspension of time which obliges us all to now consider: what kind of life do we want to have in the future? Is the way we want to live our lives and our professions appropriate? What should we do now so that this does not happen again the future?
Líder TV on MEO #165